MGTO120 Mid-term Exam
description
Transcript of MGTO120 Mid-term Exam
1
MGTO120 Mid-term ExamMGTO120 Mid-term Exam
Jun. 21, 2:00pm, RM2503Jun. 21, 2:00pm, RM2503
2
Course OverviewCourse Overview
- A Big Picture & Where We Are- A Big Picture & Where We Are
Management (Robbins & Coulter)
Part 1Basic
Concepts(Ch1)
Part 2
Context(ch3-5)
Part 1
Retrospect(ch2)
Part 3
Planning(ch6-9)
Part 4
Organizing(Ch10-13)
Part 5
Leading (Ch 14-17)
Part 6
Controlling(Ch 18,19)
What we will cover in exam
3
MANAGEMENTMANAGEMENT?? ORGANIZATION?ORGANIZATION?
Process of coordinating work activities so that they are completed efficiently and effectively with and through other people
4
POLC
IID
CHT
WHAT DO MANAGERS DO?WHAT DO MANAGERS DO?
Three categorization schemes:
Management Functions (POLC)
Management Roles (IID)Management Skills (CHT)
5
Ch. 2 Evolution of Ch. 2 Evolution of ManagementManagement
HistoricalBackground Scientific
ManagementGeneral
AdministrativeTheorists
Quantitative/system/contingencyApproaches
Management Theories
IndustrialRevolution
Adam Smith
Early Advocates
Hawthorne Studies
OrganizationalBehavior
Early Examplesof Management
6
Organizational CultureOrganizational Culture
– A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.
– “The way we do things around here.”• Values, symbols, rituals, myths, and practices
– Implications:• Culture is a perception.
• Culture is shared.
• Culture is descriptive.
7Exhibit 3.2Exhibit 3.2
Dimensions of Organizational Dimensions of Organizational CultureCulture
TOP
ASIA
8
Sources and continuation of Sources and continuation of the Organizational Culturethe Organizational Culture
9
10
National cultureNational culture
Individualism versus Collectivism Power Distance Uncertainty Avoidance Quantity versus Quality of Life Long-term versus Short-term
Orientation
11
Global Organizations and Global Organizations and GlobalizationGlobalization
Multinational Corporation (MNC) Transnational Corporation (TNC) Borderless Organization
12
Classical view vs. Socioeconomic view
Organizational Stakeholders
Business Ethics – IMPORTANT
13
From Obligation to From Obligation to Responsiveness to Responsiveness to
ResponsibilityResponsibilityLevels of social involvement:
Social Obligation
SocialResponsibility
SocialResponsiveness
e.g. Johnsons & Johnsons – Tylenol
e.g. Café de Coral – non-smoking areas
e.g. Tobacco manufacturers – health warning on the packing
14
Factors That Affect Ethical Factors That Affect Ethical and Unethical Behaviorand Unethical Behavior
15
JUSTICEJUSTICE (practical, by John, not in (practical, by John, not in text)text)
a model of Ethical Decision a model of Ethical Decision criteriacriteria1. Justice: all follow same rule
2. Utilitarianism: greatest good
3. Spiritual values: do unto others as you would want them to do to you
4. TV rule: defend openly on TV
5. Influence: any influence of your action?
6. Core: important to you, your core values
7. Emergency: urgency of situation
Remember “Sadhu”??
16Exhibit 6.1Exhibit 6.1
8 steps 8 steps in tin the he
Decision-Decision-Making Making ProcessProcess
1
2
3
4
5
6
7
8
17
Bounded RationalityBounded Rationality
– Managers make decisions rationally, but are limited (bounded) by their ability to process information.
– Assumptions are that decision makers:
• Will not seek out or have knowledge of all alternatives
• Will satisfice—choose the first alternative encountered that satisfactorily solves the problem—rather than maximize the outcome of their decision by considering all alternatives and choosing the best.
More reasonable
assumptions?
This helped Herbert Simon and his buddy
get a Nobel Prize
18
192. How long is the Chang Jiang River??
20Exhibit 6.14Exhibit 6.14
Overview of Managerial Overview of Managerial Decision MakingDecision Making
21
PlanningPlanning
A primary functional managerial activity that involves:
• Defining the organization’s goals• Establishing an overall strategy for achieving those
goals• Developing a comprehensive set of plans to integrate
and coordinate organizational work.
SMART goalsSMART goals Specific Measurable Achievable (but not easy) Realistic Time-anchored
22
MBO: Cascading of Objectives
OrganizationalObjectives
DivisionalObjectives
DepartmentalObjectives
IndividualObjectives
The XYZ Company
Consumer Products Industrial Products
DevelopmentResearchMarketingCustomerService
SalesProduction
Key Elements of MBO?Key Elements of MBO?
23Exhibit 8.1Exhibit 8.1
The Strategic Management The Strategic Management ProcessProcess
24Exhibit 8.4Exhibit 8.4
Levels of Organizational Levels of Organizational StrategyStrategy
25Exhibit 8.5Exhibit 8.5
The BCG MatrixThe BCG Matrix
明星 问号
金牛 瘦狗
26Exhibit 8.6Exhibit 8.6
Forces in Forces in the the Industry Industry AnalysisAnalysis
Michael Porter
Three Competitive Three Competitive Strategies?Strategies?